Rich Township Coalition for Better Schools: Recommended Board Policies that We have Advocated for four years in an effort to Address Academic Improvement

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Recommended Board Policies that We have Advocated for four years in an effort to Address Academic Improvement, Collaboration-Community Engagement and Board-District Accountability

Below are the recommended board policies that I have requested the board chair, Cheryl Coleman, to place on the school board agenda on September 23, 2013 for the October 3, 2013 school board meeting. In our accountability efforts to move forward, improve academic achievement performance levels, be collaborative in district accountability and to save our school district from further ruin, our district 227 community progressives and our highly skilled successful community of learners, tax payers, parents, citizens, and leaders, whom we represent, have fought to implement these three recommended board policies of (1) Continuous Academic Improvement, (2) Collaboration and Community Engagement, and (3) Board and District Accountability within the school district to move our district forward since my coming to the school board over four years ago. Today, these Best Practices Policies which all effective school districts practice are still not anywhere in evidence in our school district policies and certainly not in our practices as a community of learners.

These policies have been advocated by both the Rich Central High School Climate Report and by the University of Chicago's Researchers Report sponsored by the Illinois State Board of Education in addressing the District 227 Five Essentials for school success which were described as weak to neutral in District 227. The Illinois Five Essential offers a comprehensive assessment of school organizational culture, with reports to help drive school improvement that is needing help in District 227 as follows: (1) Effective Leaders, (2) Collaborative Teachers, (3) Involved Families, (4) Supportive Environment, and (5) Ambitious Instruction. The Rich Central High School Climate Report, which recommends principals, teachers, staff, and ultimately parents and community involvement believe that it is crucial that this entire process involve experienced outside facilitation to ultimately implement these policies within the school district.

These are the causes for which we came to represent our community in District 227 four years ago. These are the causes for which we will continue to fight for, improving student achievement performance levels and productively engaging the school district community to achieve this goal. Without these policies and practices adopted by the school board and in place, then there is no point in having a continuous school improvement/planning committee evaluation chair position on the school board.

Recommended Best Practices Effective School Board Policies To Assure Continuous Improvement

Recommended Board Policies	Role of School Board 227 to Assure Continuous Improvement.	Role of School Board 227 in Continuous Academic Improvement. The school board is the first and final authority at the district level. Since the board can only act in making policy as a group it then confers to the superintendent sufficient legal authority to implement the board's policies and run the day-to-day operations of the district. The board should first consult and meet first in collaboration, and accountability, with the full board in hiring and data-decision making, continuous improvement, policy decision making and in developing an annual plan for determining how we should move forward. For the first time ever, we have not met this summer in our annual school board workshop at the Holiday Inn in Matteson to develop an annual school improvement plan for moving forward in the 2013-2014 school year. After board majority agreement on recommended policies, the board can consult and work with the superintendent in policy implementation before making any final determination on educational issues affecting the district.
Policy # 1	The Role of the School Board 227 in Continuous Academic Improvement	Follow a regular monthly or five-week process to review student achievement data with the superintendent as continuous evaluation chair, and with any other board member available, to report to the school board on student achievement progress, to take part in continuous improvement training sessions, participate in annual work sessions, provide funding for academic improvement, adopt academic improvement board policies, and publicly support and communicate the value of continuous improvement to our community.
Policy # 2	The Role of the School Board 227 in Collaboration and Community Engagement	Foster and model a collaborative trusting relationship as a school board philosophy, first among ourselves and then with our community in: (a) Strategic Planning, (b) Community Vision, (c) Instructional Improvements. Approve and periodically review a district plan to build collaborative relationships with key stakeholders, beginning with ourselves, but at all levels based upon gaining support for student achievement as the district's top priority. (d) Publicly Advocates district 227's position on educational issues with legislators and other state and local political leaders and keep abreast of state and national issues. (e) Advocate student achievement as a top priority. (f) Through training, assure a climate and culture of open communications at board meetings, among board members, and throughout the district. (e) Provide funding and resources for collaborative efforts.
Policy # 3	The Role of School Board 227 in Accountability	Establish an accountability data-driven process with measurable criteria and assures a monthly or five week review. (a) Participate in work sessions to understand accountability measures, including data analysis, and how the board, administration and staff should use this information. (b) Ensure that superintendent evaluation includes accountability measures and how the board, administration and staff should use this information. (c) Recognize and rewards teachers who consistently produce greater than average student improvement gains and ensures monthly or five week effective and timely communications district wide and to the community on District 227's web site on the accountability system and progress. (d) Insures funding to implement accountability measures. (e) Use student achievement results to drive full board decisions on who should be hired. (f) Insure that parents receive personalized data on their children's achievement.